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Select and Implement an ERP Solution

Selecting a best-fit solution requires balancing needs, cost, and capability.

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Contributors

  • Dan Domagala, Senior Consulting Manager, EKS&H
  • David Kealey, Management Consultant
  • Harry Van Drunen, CIO, Mevotech LP
  • Jonathan Commanday, Vice President – Enterprise Solutions, Oldcastle Materials, Inc.
  • Pamela Hall-Williams, Strategic Technology Manager, City of Chesapeake, Virginia
  • Ramakrishnan Jayaraman, Partner, Great Sands Consulting
  • Steve Engel, Senior Vice President, Information Technology, Greystone Managed Investments Inc.
  • Stuart Jacobs, IT Director – ANZ, Sims Metal Management
  • Suanne McGrath-Kelly, President & Principal Consultant, Plan in Motion Inc.
  • One additional anonymous contributor

Your Challenge

  • ERP projects are multi-year commitments; sufficient planning needs to be done upfront to ensure milestones are reached and end benefits are realized.
  • Organizations rarely have sufficient internal resources to power an ERP implementation project, forcing them to turn to external partnerships.
  • Inadequate requirements can stall the implementation and lead to unrealized ROI. Seventy percent of ERP implementations fail due to a lack of a clear description and specification of functional requirements.
  • The ERP technology market is so vast that it becomes nearly impossible to know where to start or how to differentiate between vendors and products.
  • Ad hoc procurement creates untracked, unlicensed software purchases. A hasty and uninformed selection is doomed to result in the wrong solution.
  • Selecting a best-fit solution requires balancing needs, cost, and capability. Scrutinize your technology needs in relation to internal capability for a stronger selection and implementation approach.

Our Advice

Critical Insight

  • ERP is a career-killer. Upfront investment of time and resources into project planning will prevent post-implementation regret.
  • Don’t buy best of breed; buy best for you. Be meticulous in your selection process to evaluate vendors against your needs, not their needs against your budget.
  • Partner selection is just as important as technology selection – if not more important. Selecting a partner that is a fit for your organization is absolutely critical. Ensure you understand what due diligence is required in partner selection.

Impact and Result

  • Leverage Info-Tech’s comprehensive three-phased approach to ERP selection projects. Start with assessing your organization’s preparedness to go into the selection stage, moving through technology selection, and preparing for ERP implementation.
  • Conduct an ERP project preparedness assessment as a means to ensure you maximize the value of your time, effort, and spend.
  • Build a phased roadmap to document decision making, resourcing considerations, and milestone stage gates, and promote traceability.
  • Determine what use case your organization fits into and review the relevant vendor landscape, common capability, and areas of product differentiation. Review Info-Tech’s market analysis to short-list vendors for your RFP process.
  • Take advantage of traceable and auditable selection tools to run an effective demonstration evaluation and selection process. Be prepared to answer the retroactive question, "why this ERP?" with documentation of your selection process and outputs.
  • Use Info-Tech’s ERP implementation framework to kick-start the planning for your ERP implementation project.

Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should select and implement an ERP solution, review Info-Tech’s methodology, and understand the four ways we can support you in completing this project.

1. Launch the ERP project and collect requirements

Launch your ERP selection and implementation project, and develop your organization's ERP requirements.

3. Plan the ERP implementation

Kick-start planning efforts for the ERP implementation, and establish governance structures and metrics.

Guided Implementations

This guided implementation is a twelve call advisory process.

Guided Implementation #1 - Launch the ERP Project and Collect Requirements

Call #1 - Review ERP readiness requirements.
Call #2 - Understand ERP selection and implementation work initiatives.
Call #3 - Identify best-fit use-case scenario.
Call #4 - Discuss ERP requirements.

Guided Implementation #2 - Select an ERP Solution

Call #1 - Review requirements gathering findings and/or RFP.
Call #2 - Review ERP marketplace.
Call #3 - Determine ERP selection strategy.
Call #4 - Review vendor RFP responses.

Guided Implementation #3 - Plan the ERP Implementation

Call #1 - Scope ERP phased implementation and resourcing considerations.
Call #2 - Review ERP building blocks.
Call #3 - Review common ERP governance structures and metrics.
Call #4 - Review models for ongoing support.

Onsite Workshop

Discuss This Workshop

Book Your Workshop

Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Workshop Preparation

The Purpose

Facilitator will work with team to verify organizational readiness for ERP project and form the ERP project team.

Key Benefits Achieved

  • Level-set on organizational readiness for ERP.
  • Organizational project alignment.

Activities

Outputs

1.1

Workshop introduction and overview of activities.

1.2

Complete organizational context assessment to level-set understanding.

1.3

Complete ERP organizational readiness assessment.

  • ERP readiness assessment
1.4

Form ERP project team.

  • Structured project team

Module 2: Scope ERP Selection Roadmap

The Purpose

  • Determine what the business needs to get out of the ERP solution.
  • Build selection roadmap and project plan.

Key Benefits Achieved

  • Comprehensive ERP selection roadmap.
  • Business and ERP solution alignment.

Activities

Outputs

2.1

Scope ERP selection project.

2.2

Refine ERP roadmap with selection work initiatives.

  • Selection roadmap
2.3

Determine selection project resourcing.

2.4

Begin high-level requirements gathering.

  • ERP requirements

Module 3: Gather ERP Requirements

The Purpose

Gather functional and non-functional requirements for the ERP solution.

Key Benefits Achieved

  • Business requirements document
  • Business and ERP solution alignment

Activities

Outputs

3.1

ERP requirements gathering.

  • ERP requirements
3.2

Identify non-functional requirements for ERP.

3.3

Document requirements in requirements package.

3.4

Review RFP considerations.

  • RFP considerations

Module 4: Analyze Vendor Profiles

The Purpose

Disambiguate the complex ERP market to short-list ERP vendors for your organization and business needs.

Key Benefits Achieved

Narrow your options for ERP selection to best-fit vendors.

Activities

Outputs

4.1

Perform a use-case scenario assessment and identify use-case alignment.

4.2

Review ERP vendor profiles.

4.3

Short-list vendors for RFP consideration.

  • ERP vendor shortlist
4.4

Investigate additional vendors for exploration in the marketplace.

Module 5: Workshop Debrief

The Purpose

Prepare the project team for next steps.

Key Benefits Achieved

Next steps determined.

Activities

Outputs

5.1

Meet with project manager to discuss results and action items.

5.2

Support project team in outlining RFP contents and evaluation framework.

  • RFP considerations
  • Evaluation framework considerations
5.3

Plan demo script scenarios.

  • Demo script considerations